ASQ Strategic Planning Deployment Michael R Kirchner ASQ

ASQ Strategic Planning & Deployment Michael R. Kirchner, ASQ Region 15 A DRD, RD-elect

Acknowledgements • To Jim Shore, RD ASQ Region 1 – For his vision, passion, and facilitation skills in bringing Hoshin Kanri to ASQ Section Affairs Council and helping to create a “tipping point” • To Grace Duffy, friend and ASQ guru – For her passion, caring, and sharing • To Erica Farmer, friend and Section 1509 colleague – For her cheerfulness, sharing and knowledge

Learning – Continuously Improving

Hoshin Kanri - A Strategic Planning Process Who • Everyone, including you What • Covered in the Clinic When • Yearly, monthly, daily Where • Business as well as personal Why • Covered in next slides How • Examples in the next slides

Hoshin Kanri – A Strategic Planning Process Why should it matter to me? “It doesn’t matter how fast you are going if you are headed in the wrong direction”

Hoshin Kanri – A Strategic Planning Process What’s in it for me? Hoshin provides better linkage between vision, activities and metrics – from HQ down to the Sections down to the individual members • Strategic Goals 1 -3 years – Primary Objectives 1 year • Supporting Action/Project Priorities – Balanced Score card – Resources identified

Hoshin Kanri – Success and A Tipping Point • ASQ Boston Section – Last to First Section in three years • Dynisco Plastics – Reduced inventory by $1. 4 M – Inventory turns increased from 8 to 24 – Eliminated reordering process from 66 to 6 • Nypro Healthcare – Strategic Plan initiated • VOC information gathering sessions • Conducing SWOT analysis – Off site meeting • Hire facilitator to lead exercise

Hoshin Planning Process Establish Organizational Vision Develop Strategic Objectives Develop Main Initiatives C A T C H B A L L Deploy Tactical Action Establish Key Metrics Monthly Review Annual Review P D C A

Hoshin Planning Process Establish Organizational Vision Develop Strategic Objectives Develop Main Initiatives C A T C H B A L L Deploy Tactical Action Establish Key Metrics Monthly Review Annual Review P D C A

Establish Organizational Vision

Mission and Vision – ASQ Mission ASQ Vision • To increase the use and impact of Quality in response to the diverse needs of the World. • By making quality a global priority, an organizational imperative and personal ethic, ASQ will become the community of choice for everyone who seeks quality concepts, technology, and tools to improve themselves and their world.

Mission and Vision – Section 1509 Mission 1509 Vision • Being the community of choice for… • Improving knowledge, education, and employability of members • Engagement, networking and giving back to the community • Providing leadership and opportunities for professional growth. • By making quality a global priority, an organizational imperative and personal ethic, ASQ will become the community of choice for everyone who seeks quality concepts, technology, and tools to improve themselves and their world.

Hoshin Planning Process Establish Organizational Vision Develop Strategic Objectives Develop Main Initiatives C A T C H B A L L Deploy Tactical Action Establish Key Metrics Monthly Review Annual Review P D C A

ASQ 2014 Objectives Increase Impact • Increase ASQ’s Impact Grow MOC • Grow individual/organizational members and increase loyalty Grow Means • Grow Operating Revenue Process Improvement • Improve Key Work Processes Improve Workforce Engagement • Improve Member Leader Engagement

SAC 2014 Objectives Grow Means • Grow Operating Revenue Process Improvement • Improve Key Work Processes Improve Workforce Engagement • Improve Member Leader Engagement Increase Impact • Increase ASQ’s Impact Grow MOC • Grow individual/organizational members and increase loyalty

Section 1509 Orlando 2014 Objectives Grow MOC • Grow individual/student members and increase loyalty Improve Workforce Engagement • Improve Member Leader Engagement Grow Means • Grow Operating Revenue Process Improvement • Improve Key Work Processes Increase Impact • Increase ASQ’s Impact

Compare the Priority Goal • (1) Impact • (2) MOC • (3) Means • (4) Process • (5) Engagement ASQ SAC Orlando • 1 • 2 • 3 • 4 • 5 • 1 • 2 • 5 • 3 • 4 • 1

Priority – The Drivers Globalization & MOC Means & Process MOC & Member Leaders

Hoshin Planning Process Establish Organizational Vision Develop Strategic Objectives Develop Main Initiatives C A T C H B A L L Deploy Tactical Action Establish Key Metrics Monthly Review Annual Review P D C A

ASQ 2013 Initiatives Increase Impact • Achieve self-sustaining National Service Centers Grow MOC • Grow Individual Members of the Community from 135, 000 (forecast) Grow Means • New product revenue to achieve and sustain a 5% contribution to total operating revenue Process Improvement • Use Baldrige Performance Excellence Model and WFA process … becoming a world-class organization Improve Workforce Engagement • Enhance the ability of our workforce to deliver results

SAC 2014 Initiatives Grow Means • Encourage cluster training in more Regions Process Improvement • Improve SAC-related policies Improve Workforce Engagement • Encourage Sections to engage their members Increase Impact • Educate all Section Members through SAC on ASQ Brand Grow MOC • Gain more members through enterprise membership

Section 1509 Orlando 2014 Initiatives Grow MOC • Student Outreach • New member engagement Improve Workforce Engagement • Increase LC membership and attract new Member Leaders Grow Means • Increase Revenue Process Improvement • Develop communication plan Increase Impact • Partner with local community to increase local brand recognition

Hoshin Planning Process Establish Organizational Vision Develop Strategic Objectives Develop Main Initiatives C A T C H B A L L Deploy Tactical Action Establish Key Metrics Monthly Review Annual Review P D C A

ASQ 2014 Actions Increase Impact • Implement non-corporate JV in Brazil Grow MOC • Grow MOC by enhancing the value provided by ASQ’s Member Units and Communities Grow Means • Develop growth strategies for adding new products to the portfolio Process Improvement • Complete the 2013 Wisconsin Forward Application by deadline Improve Workforce Engagement • Develop leadership learning modules for delivery to member leaders in 2014

SAC 2014 Actions Grow Means • Include some ML training (RD/DRD ++) in the cluster training (at N/C) Process Improvement • Identify, prioritize and improve 2 -3 SAC processes Improve Workforce Engagement • Complete PAR project for 2015 award Increase Impact • Obtain list of registered Enterprise employees & communicate to RD's Grow MOC • Encourage communication between enterprise members and sections

Section 1509 Orlando 2014 Actions Grow MOC • Agree upon funding activities for UCF student chapter Improve Workforce Engagement • Actively recruit members for committee positions at meetings Grow Means • Sponsor Seminar or conference • Offer courses Process Improvement • Develop newsletter with educational articles Increase Impact • Host/Participate in a Social Activity with the community

Hoshin Planning Process Establish Organizational Vision Develop Strategic Objectives Develop Main Initiatives C A T C H B A L L Deploy Tactical Action Establish Key Metrics Monthly Review Annual Review P D C A

ASQ 2013 Key Metrics Increase Impact • ASQ Global Revenue Grow MOC • Total New Individual Dues-paying Members Grow Means • Percent of total operating revenue growth from new products Process Improvement • Percent of improvement projects completed as planned Improve Workforce Engagement • Member leader engagement percent favorable

Section 1509 Orlando 2014 Key Metrics Under development

Hoshin Planning Process Establish Organizational Vision Develop Strategic Objectives Develop Main Initiatives C A T C H B A L L Deploy Tactical Action Establish Key Metrics Monthly Review Annual Review P D C A

Hoshin Planning Process Establish Organizational Vision Develop Strategic Objectives Develop Main Initiatives C A T C H B A L L Deploy Tactical Action Establish Key Metrics Monthly Review Annual Review P D C A

ASQ Strategic Planning & Deployment QUESTIONS?